星期日, 五月 30, 2010

解构知识管理(上)

开篇

管理大师德鲁克认为:"21世纪的组织,最有价值的资产是组织内的知识工作者和他们的生产力。"

在信息时代里,知识已成为最主要的财富来源,而知识工作者就是最有生命力的资产,组织和个人的最重要任务就是对知识进行管理。知识管理将使组织和个人具有更强的竞争实力,并做出更好地决策。在2000年的里斯本欧洲理事会上,知识管理更是被上升到战略的层次:"欧洲将用更好的工作和社会凝聚力推动经济发展,在2010年成为全球最具竞争力和最具活力的知识经济实体。"

对于组织和个人,知识管理(Knowledge management, KM)都已经成为伟大机遇和挑战。

什么是知识
  • 知识是用于生产的信息(有意义的信息)。
    --1998年,世界银行《1998年世界发展报告-知识促进发展》
  • 知识是一种包含了结构化的经验、价值观、关联信息以及专家见解等要素流动态的混合物。它起源于认识者的思想,并对认识者的思想起作用。
    --1998年,达文波特
知识的特性

知识具有以下四个特性,也正是由于这些特性使知识难于被管理:

  1. 惊人的可有多次利用率和不断上升的回报。
  2. 散乱、遗漏和更新需要。
  3. 不确定的价值。
  4. 不确定的利益分成。

Source: Jonathan D. Day, James C.Wendler

知识的分类

Categorise of Knowledge

  • 隐性知识 (Tacit Knowledge)
    是高度个性化而且难于格式化的知识,主观的理解、直觉和预感都属于这一类。
  • 显性知识 (Explicit Knowledge)
    是能用文字和数字表达出来,容易以硬数据的形式交流和共享,比如编辑整理的程序或者普遍原则。
知识的转换
知识在哪里

奎因经过对现代组织地深入研究,在他的《智力企业》(Intelligent Enterprise,1992)中指出:即使在制造业中,知识也发挥了非常重要的作用,其产品的65-75%的附加价值是由于以知识为基础的服务能力形成的。管理学者们估计:智力资产占企业资产的75-80%(A.TH.Schreiber, at el, 1998)。可以毫不夸张的说,知识无处不在。

知识在哪里

企业中主要存在以下几类知识:

  • 业务知识:由ERP等业务系统所生成和管理。
  • 员工知识:员工个人技能、知识潜力、工作经验、工作记录。
  • 流程知识:将知识嵌入业务流程之中,在关键环节能有专家知识支持。
  • 组织记忆:记录现有经验以备将来之用。包括知识库、案例库、最佳实践库和历史档案等。
  • 客户知识:通过客户关系发展深层知识,提高产品和服务质量,以此赢得更多客户。
  • 产品和服务知识:产品中要有知识含量,围绕产品提供知识密集服务。
  • 关系知识:提高跨领域的知识流动,比如利用与供应商、客户以及雇员的关系等。
  • 知识资产:智慧型资本/专利和无形知识产权,控制其发展和利用。
  • 外部情报:从Internet、外部专家等渠道从企业外部收集到的知识和情报。

根据Delphi Group的调查显示,企业的知识主要以下面几种形式存在:

Where corporate knowledge resides

Snyder认为企业的知识主要由三种元素构成(1996):

  1. 技能(Skills):包括专家知识和智力资产。
  2. 感知(Perceptions):企业内员工共享的信息、想法和价值观。
  3. 体系(Organizational systems):包括组织结构、流程和政策。
什么是知识管理
  • APCQ(美国生产力和质量中心)对知识管理的定义是:知识管理应该是组织一种有意识采取的战略,它保证能够在最需要的时间将最需要的知识传送给最需要的人。这样可以帮助人们共享信息,并进而将之通过不同的方式付诸实践,最终达到提高组织业绩的目的。
  • 斯威比(Karl E. Sveiby)从认识论的角度对知识管理的定义是:知识管理是利用组织的无形资产创造价值的艺术。(The art of creating value from an organization's Intangible Assets.)
  • 从更多角度对知识管理的定义
知识管理的起源

    斯威比(Karl E. Sveiby)博士,于1986年用瑞典文出版了《知识型企业》,使他成为知识管理理论与实践的“瑞典运动”的思想源泉。1987年,他和英国知识管理专家汤姆·劳埃德合著出版了《知识型企业的管理》一书,提出一整套知识型企业管理理论和实用方法,成为知识型企业管理的开山之作。1990年,斯威比出版了《知识管理》一书,是世界上第一部以“知识管理”为题的著作。

为什么需要知识管理

从宏观上看:

  • 知识成为最主要的财富来源
  • 形成竞争优势需要知识管理
  • 企业的可持续发展需要知识管理
  • 优化企业经营需要知识管理
  • 信息技术的发展催生知识管理

从微观上看:

  • 解决问题(problem solving)需要知识管理
  • 战略规划(strategic planning)需要知识管理
  • 决策制定(decision making)需要知识管理
  • 动态学习(dynamic learning)需要知识管理
  • 节约成本(reduce costs)需要知识管理
  • 提高生产力(increase productivity )需要知识管理

五个征兆:

  • 决策并不是基于知识做出的
  • 知识没有被重用和分享
  • 人们淹没在泛滥的知识中
  • 人员流动意味着知识的丢失
  • 成长来源于超时工作而不是生产力的提高
知识管理的构成元素

知识管理的构成元素

知识管理的架构

知识管理的架构

知识管理的战略

知识管理战略必须支持经营战略,并且超越经营战略。--CKO Summit 2000

知识管理的战略

知识管理的战略模式:

  • 把知识管理作为组织经营战略
  • 知识转移和最优实践活动
  • 以客户为重点的知识战略
  • 建立组织成员对知识的责任感
  • 无形资产管理战略
  • 技术创新和知识创造战略

    资料来源:美国生产力与质量研究中心

上||  本文结构用Freemind组织 图表用Dia绘制  Tag:  Author:yyq123  Version:1.3

星期五, 五月 28, 2010

自动更新 Essbase Substitution Variables

我们可以综合利用Hyperion的MaxL脚本,Winsow的批处理文件、计划任务工具,来自动更新Hyperion Essbase的替代变量(Substitution Variables)。

利用Substitution Variables,可以为Essbase指定全局变量。以下将介绍,通过检测当前日期,确定Substitution Variables的赋值。这样计算脚本就可以根据变量进行相应计算了。

Substitution_Variables

  1. 编写批处理文件,根据当前时期判断月份,生成并执行MaxL脚本文件;

    bat

  2. 下载并安装免费的任务调度软件nnCron LITE;(M$真是很出息,连个小小的任务调度都能做得那么垃圾。Task Schedule服务会莫名地没有反映,而且无法重启。M$真是慷慨,只是出钱买个操作系统,人家就附送了无数Bug。)

  3. 打开nnCron安装目录下的cron.tab文件;

  4. 根据Cron Format,设置运行批处理文件的时间;

    Cron_Tab

Technorati Tags: Hyperion,,,,,

星期六, 五月 15, 2010

推荐的知识管理网站

» 更多推荐的网站,请访问 http://del.icio.us/yyq123/km

星期二, 五月 11, 2010

EXPLAIN & UNDERSTAND

If you can't explain it simply, you don't understand it well enough.

-- Albert Einstein

星期二, 五月 04, 2010

关于屏幕截图的一切(二)

MacOSX_ScreenShot_Tools

这即使不是世界上最拥挤的地方,也肯定会是最拥挤的地方之一。这里聚集了很优秀的软件:有免费的,也有收费的;有简单的,也有复杂的;有住在菜单栏里的,也有停在屏幕角落里的;有食之无味的,也有爱不释手的......以下这便是这个社区的门牌号。注意:排名区分先后,按推荐程度由高至低。

你可以在“应用程序”的“实用程序”中找到Mac OS X自带的抓图(Grab)软件。它可截取所选、窗口、屏幕或者定时屏幕。在截图完成后,将预览显示图片效果,然后要求你保存为TIFF格式的文件。

Grab

SimpleCap是一个具有创新精神的免费的屏幕截图软件。利用菜单栏上的图标,可以截取窗口、区域、菜单、屏幕或者特定程序的界面。

SimpleCap

截取窗口时,可以用Shift键选择多个窗口;截取屏幕时,可以隐藏桌面上的图标;截取区域时,可以选择边框和阴影效果。完成截图后,将自动预览图片,点击窗口右上角的预览图标,可以用Preview程序对图片进行进一步处理。

SimpleCap_Viewer

在Preview程序中,点击工具栏上的“注解”按钮,将在窗口底部显示“注解”工具栏。你可以为图片添加线条、形状和文字,然后保存图片并回到SimpleCap的查看器。

Preview_Annotation_1

Skitch是一个令人愉悦的的屏幕截图软件。她完美诠释了MAC软件的魅力––将普通的操作演译成简单的乐趣。唯一的问题是,Skitch将会是收费软件,只是现在Beta阶段可以免费使用。

利用菜单图标或快捷键,自由截取区域、窗口或屏幕,也可以保存摄像头上的画面;随后在编辑界面中,剪切缩放图片,添加文字图形;最后选择将图片保存为JPG,PNG,PDF和GIF等多种文件格式,也可将图片直接发布到Flickr,Skitch,MobileMe或FTP网站上。可以说,Skitch用最为优雅的步调,信步于从截图到创作再到分享。

Skitch

SnagitTechSmith公司久负盛名的屏幕截图软件,业已推出Mac下的Beta版本,现在可以免费下载并使用,但将来应该依然会是一款收费软件。Snagit提供一种All-in-One截图模式:点击停靠在屏幕右上角的图标,随后将根据鼠标所在区域,自动切换选择部分、当前窗口、滚动窗口和全屏幕等多种截图方式。这个聪明的特性,显然能够加速并简化屏幕截图的过程。Snagit还拥有相当强劲的后期制作能力,它可以为图片添加文字、线条和图形元素,还能够高亮或模糊图片区域。从整体上看,这确实也是一个All-in-One的产品。

Snagit

JingTechSmith公司出品的另一款屏幕截图软件。它不但可以在Mac下使用,而且提供Windows版本程序;它不但可以截取屏幕,而且还能够制作录像。和图片编辑,而且还需要屏幕录像;它不但可以截取屏幕,而且还能够图片编辑。

Jing

InstantShot!是一个免费的屏幕截图软件。它将在菜单栏(menubar)上显示一个剪刀状的小图标,你可以在下拉菜单中选择截取整个屏幕或者部分区域,也可以在指定时间(默认是5秒后)开始截图或者连续截取多个图片(默认是每5秒)。它有两个便利之处:(1)可以选择保存图片的格式(JPEG,PNG,TIFF)或者复制到剪帖板;(2)可以选择将图片以指定的前缀名,保存在指定的目录,稍后可以利用菜单(Reveal save path in Finder)查看文件,这样可以避免遗失截图。

InstantShot

SnapNDrag是一个免费的屏幕截图软件,它的一个特别功能是可以预览截图的效果,并可以直接将截图拖拽到其它程序中(比如拖拽到Mail中做为邮件发送)。但这是个限制功能的免费软件,想要完整特性必须购买Pro版本。

SnapNDrag

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星期一, 五月 03, 2010

THE SEVEN MYTHS OF KNOWLEDGE MANAGEMENT

If you look at how companies approach knowledge management, you can see that the problem is in the execution. Companies commonly make catastrophicmistakes by falling for one of these seven myths:

知识管理是关于知识的
KNOWLEDGE MANAGEMENT IS ABOUT KNOWLEDGE.

"Knowledge" is one of those words that sound great. Who isn't for more and better knowledge? It's almost patriotic. But the real question is: knowledge to what end? Companies that deploy knowledge-management systems hoping they will eventually stumble across a purpose for their knowledge-and there are many such companies-may be in for a long wait. The systems must start and end as all business initiatives should, with a focus on delivering top-line growth, improving operations, and increasing profit margins.

知识管理是关于技术的
KNOWLEDGE MANAGEMENT IS ABOUT THE TECHNOLOGY.

Many companies become so focused on building the knowledge-management system that deploying the technology is all they do. And they fail. One large firm I know built the Rolls Royce of knowledge platforms, a true technological tour de force. But everyone was so busy overengineering the system that they gave too little consideration to how it would operate, to what problem the system was supposed to address, and to how it would integrate with the overarching technology strategy. In the end, the system could not keep up with the rapidly changing business, there was little flexibility to adapt toindividual users, and every upgrade became a Herculean task.

系统应该是全能的  能治愈癌症解决全球饥荒
THE SYSTEM SHOULD BE SO ALL-ENCOMPASSING THAT IT CAN CURE CANCER AND END WORLD HUNGER.

In fact, if you set enormous expectations, you're almost guaranteed to fail to live up to them and may be dismissed as a failure. Instead, realize that you don't have to solve every information problem in your business on the first day. You should start small, so you can demonstrate successes and develop evangelists for your efforts. A telecom company I was involved with took the right approach. Pursuing a huge contract at a large banking customer, the telecom company leveraged knowledge-management tools to integrate the efforts of a global sales team. The team was never caught off guard through the long, arduous sales cycle and had the agility to win the deal. Based on the visibility of that success, and on the lessons learned during that initial foray into knowledge management, this telecom company has been able to extend the capability to all of its most significant sales activities. One caveat: You need to think big even as you start small. That's because you need to make sure that the knowledge-management architecture that you begin withwill still work as you expand to include other parts of your business.

知识管理的目标是建立一个文档库
THE GOAL IS TO CREATE A DOCUMENT REPOSITORY.

Certainly, document management can be a priority if employees often have trouble finding critical information or carry out redundant efforts to develop the same information. However, you must focus as much on the value and reliability of the information as on how the information is stored. The research department of a global firm I know found this out the hard way. It put all its white papers and research reports online but found that few people used them. Then the firm built a way for people to query each other-people no longer just looked up information but could find the scientists who generated the information and ask a precise question. Employees were delighted. They made better decisions, and in less time.

你能买到一个现成的系统
YOU CAN BUY A READY-MADE SYSTEM.

Wishful thinking. Knowledge management systems are as individualized as the businesses that use them. While there are plenty of good tools available commercially, the real issue is how those are all tied together companywide and how they are integrated into your growth, operations, and technology strategies. If your knowledge management program asks employees to use four search engines, three document-management systems, and six types of collaboration tools, on multiple types of computer systems, you're dead. Individual parts of your business might argue that they should be able to tackle knowledge management on their own, but you're almost always better off being consistent throughout your business.

知识管理就是控制知识
KNOWLEDGE MANAGEMENT IS ABOUT KNOWLEDGE CONTROL.

Companies worry excessively that people will put content in the wrong place or that they can't be trusted with so much information. They add layer upon layer of approvals for contributing information or accessing it-and sap the potential of their systems. One executive recently told me that his company had instituted an elaborate system for tracking the relationships it has with customers-then made sure that all its salesmen had access to very little of that information, for fear that they might defect to a competitor and take information with them. In the end, knowledge management isn't about maintaining a pristine database. It's about fostering an environment in which people can ask questions like, "Does anybody know...?" Or, "Who can help me...?" This means an open system that encourages building relationships through communities and creating opportunities for personal interaction, across cubiclesand across oceans.

做好之后  他们就会用的
IF YOU BUILD IT, THEY WILL USE IT.

When done right, knowledge management transforms an organization. That isn't an easy task. Before you deploy your system, you need to consider the concerns people will have about a new way of doing things. You have to consider the attributes of your culture that encourage knowledge sharing and those that encourage hoarding. Most importantly, you have to face up to the fact that senior executives must provide strong leadership.

Believing any one of these myths is fatal. Merely avoiding them will give companies a much better chance of getting the right information to the right people at the right time.

作者: Marc J. Rosenberg